香港大学教授谭亮：三大维度打造中国企业出海“硬实力”

Core Insights - The article highlights the ongoing wave of Chinese enterprises going global, with significant growth in exports and foreign direct investment, particularly in Belt and Road Initiative countries [1][3] - It emphasizes the structural changes in the outbound environment, necessitating a focus on AI as infrastructure, localization as a core strategy, and intergenerational collaboration as a driving force for success [1][2] Group 1: Changes in Outbound Environment - The outbound environment has undergone significant changes in policy compliance, competitive landscape, and localization demands [3] - Key changes in policy compliance include fluctuations in tariff policies, upgraded ESG (Environmental, Social, and Governance) requirements, and increasing complexity in data compliance [5][4] - The competitive landscape has shifted from predominantly large enterprises to a broader range of small and medium-sized enterprises, creating a "co-opetition" dynamic among Chinese companies [5][6] Group 2: Localization and Talent Management - Localization demand has intensified, with companies needing to transition from pure export to localized operations [5][6] - Challenges in balancing global strategies with local execution include misconceptions from headquarters, organizational structure issues, and talent management difficulties [7][8] - Companies are encouraged to promote local talent to better adapt to overseas market developments [8] Group 3: Role of AI in Outbound Strategy - AI is increasingly recognized as essential infrastructure for outbound enterprises, enhancing capabilities in market research, supply chain management, marketing, customer service, and compliance [9][10] - Specific applications of AI include efficient market research, improved supply chain efficiency, enhanced marketing strategies, 24/7 customer service, and risk identification in compliance [10][11] Group 4: Recommendations for Enterprises - Companies are advised to fully embrace AI as a core support for outbound strategies [11] - There is a need to solidify internal capabilities as enterprises evolve from product export to capability, rule, and brand export [11] - Emphasizing intergenerational collaboration can turn differences into opportunities for mutual learning and growth [11]